FY2014 EMCBC Annual Performance Report

2014

U.S. Department of Energy

Environmental Management

Consolidated Business Center

12/31/2014

FY2014 EMCBC Annual Performance Report

1 FY2014 EMCBC Annual Performance Report

TABLE OF CONTENTS

Acronyms 3

Introduction ___________________________________________ 6

EMCBC Small Sites

Energy Technology Engineering Center (ETEC) 7

Notable Accomplishments ________________________________ 7

Lawrence Berkeley National Laboratory (LBNL) 8

Notable Accomplishments 8

Moab _ 9

Separations Process Research Unit (SPRU) ______________________ 11


West Valley Demonstration Project (WVDP) 12


High Level Waste Relocation Project 12

Legacy and Newly Generated Waste Disposition 13

Main Plant and Vitrification Facility Deactivation 13

Balance of Site Facility Activities 13

Office of Director (OOD)

Services 14


Office of Civil Rights and Diversity (OCRD)

Services 16

Training 16

Diversity and Inclusion 16

Education and Community Outreach 16

Affirmative Action 17

EEO 17

Federal Financial Assistance 17

Office of Human Resources (OHR)

Services 18

Staffing, Classification, and Position Management Team 18


Employee Benefits and Relations 20

Training and Human Development 21


Office of Contracting (OOC) 22


Office of Cost Estimating and Project Management (OCE & PM)

Cost Estimating Services 25

Cost Estimating Notable Accomplishments 26

Project Management Services 27

Project Management Notable Accomplishments 28

Office of Financial Management (OFM)

Services 30

Travel 30

Permanent Change of Station (PCS) 30

Internal Review 31

Budget 31

Office of Chief Counsel

Support and Information Access Division Staffing 32

Support and Information Access Services 32

Support and Information Access Notable Accomplishments 32

Acquisition and Litigation Division Services 33

Acquisition and Litigation Division Notable Accomplishments 33

General and Environmental Law Division Services 35

General and Environmental Law Notable Accomplishments 35

Office of Technical Support and Asset Management

Services 36


Safety Functions at a Glance 39

Office of Information Resource Management

Services 40



ACRONYMS

ACE Applied Cost Engineering

AIPT Acquisition Integrated Project Team

ARRA American Recovery and Reinvestment Act

BSO Boston Support Office

CAP Capital Asset Project

CBCAAB Consolidated Business Center Acquisition Advisory Board

CBFO Carlsbad Field Office

CD Critical Decision

CHBWV CH2M Hill B&W West Valley

CJ Crescent Junction

CPB Contract Performance Baseline

CPIC Capital Planning and Investment Control

D&D Decontamination and Decommissioning

DART Days Away, Restrictions, and Transfers

DNFA Determination of Noncompetitive Financial Assistance

DOE Department of Energy

DOECAP Department of Energy Consolidated Audit Program

DOELAP Department of Energy Laboratory Accreditation Program

DUF6 Depleted Uranium Hexaflouride

EA Environmental Assessment

ECAS Environmental Cost Analysis System

EEO Equal Employment Opportunity

EIR External Independent Review

EM Environmental Management

EMCBC Environmental Management Consolidated Business Center

ETEC Energy Technology Engineering Center

ETTP East Tennessee Technology Park Oak Ridge Tennessee

EVMS Earned Value Management System

FEORP Federal Equal Opportunity Recruitment Program

FEOSH Federal Employee Occupational Safety and Health

FIMS Facilities Information Management System

FOIA Freedom of Information Act

FPD Federal Project Director

FY Fiscal Year

FYWP Fiscal Year Work Plans

HLW High Level Waste

HQ Headquarters

HSPD - 12 Homeland Security Presidential Directive 12


ICP Idaho Cleanup Project

ICR Independent Cost Review

ID / IQ Indefinite Delivery / Indefinite Quantity

IGCE Independent Government Cost Estimates

IPR Independent Project Review

IRM Information Resource Management

ISMS Integrated Safety Management System

IT Information Technology

K Thousand

LGBT Lesbian, Gay, Bisexual, and Transgender

LBNL Lawrence Berkeley National Laboratory

LBS Pounds

LLW Low Level Waste

LM Legacy Management

M Million

MD Management Directive

MLLW Mixed Low-Level Waste

MOU Memorandum of Understanding

MPPB Main Plant Process Building

MSU Mississippi State University

NBZ Northern Buffer Zone

NCO NEPA Compliance Officer

NDM NEPA Document Manager

NEPA National Environmental Protection Act

NQA National Quality Assurance

NTC National Training Center

OCE Office of Cost Estimating

OCRD Office of Civil Rights and Diversity

OFM Office of Financial Management

OHRM Office of Human Resource Management

OIG Office of Inspector General

OOC Office of Contracting

OOD Office of the Director

OPF Official Personnel Folders

ORP Office of River Protection

OTSAM Office of Technical Support and Asset Management

PEMP Performance Evaluation and Measurement Plan

PGDP Paducah Gaseous Diffusion Plant

PM Project Management

PMO Project Management Organization

PPPO Portsmouth - Paducah Project Office

QA Quality Assurance

QAP Quality Assurance Program


REA Radiological Engineering Assessment

RRM Residual Radioactive Material

SCWE Safety Conscious Work Environment

SEB Source Evaluation Board

SEPM Special Emphasis Program Manager

SME Subject Matter Expert

SPRU Separations Process Research Unit

SWPF Salt Waste Processing Facility

TRANSCOM Transportation Tracking and Communications

TRC Total Recordable Cases

UMTRA Uranium Mill Tailings Remedial Action

UNF Unused Nuclear Fuel

VPP Voluntary Protection Program

WIPP Waste Isolation Pilot Plant

WTP Waste Treatment Plant

WVDP West Valley Demonstration Project

WVDP - DMS

West Valley Demonstration Project - Data Management System


INTRODUCTION

The Fiscal Year (FY) 2014 Annual Performance Report contains details of the U. S. Department

of Energy (DOE), Environmental Management Consolidated Business Center’s (EMCBC’s)

performance. This includes performance at our mission sites (also known as the small sites),

within our functional organizations, as well as for other sites across the EM (and sometimes

broader DOE) complex. The report is intended to show not only the breadth and depth of

support that the EMCBC provides, but it is also intended to confirm ways that we provide that

support with a customer-oriented approach.

We are proud of the work accomplished at our mission sites this year. Each of the sites’

accomplishments outlined in the following pages demonstrate the unique challenges that we are

addressing in vastly different environments across the country.

We are also proud of the work accomplished by the talented staff in the functional offices in the

EMCBC. Beyond the site accomplishments, you will find where each EMCBC functional

organization contributed to the success at DOE sites across the country.

We hope this report provides you with an understanding of the EMCBC’s contribution to the

achievement of the EM mission. We always welcome your feedback to further improve.


EMCBC Small Sites – Energy Technology Engineering Center (ETEC)

ETEC in Operation ETEC in 2005

FY-14 Notable Accomplishments

• Completed soil characterization on DOE’s 300 acres

• Over 3,600 radionuclide samples

• Over 6,500 chemical samples

• Over 100 soil vapor samples

• Completed snapshot sample of DOE’s groundwater responsibilities in Area IV and the

Northern Buffer Zone

• Completed re-scoping for court-ordered Environmental Impact Statement (EIS)

• Continued development of the draft EIS

• Completed procurement on a new $25 million (M) contract for environmental

monitoring, surveillance and maintenance, and non-Decontamination and

Decommissioning (D&D) waste management activities ahead of schedule.

• Transition to new contractor successfully completed with no major issues or

disruptions

• Maintained a perfect site safety record with a Days Away/Reduced Time (DART) rate of

zero and Total Recordable Case (TRC) rate of zero.

• Conducted over a dozen public outreach activities and meetings including:

• Meetings every six to eight weeks to provide a platform for public input on site

characterization plans

• Attended and provided presentations at the state regulators’ semi-annual open houses

• Conducted numerous stakeholder outreach meetings on various topics including EIS

scoping, status of site activities, and progress on soil & groundwater treatability

studies.

• Conducted several site tours for Native American and other stakeholder groups


EMCBC Small Sites – Lawrence Berkeley National Laboratory (LBNL)

LBNL Old Town Demolition Project area

FY-14 Notable Accomplishments • A Memorandum of Understanding between Office of Science’s Berkeley Site Office and

EMCBC which outlines and establish key roles, responsibilities, communications and interfaces necessary to execute the Project, was signed on October 15, 2013

• Critical Decision-1 (CD-1) was approved on October 31, 2013 • Received an additional $17.616 M of FY 2014 funding. (Total to date = $37.093M) • Defined the Phase I Project scope in preparation for CD-2/3 approval in early FY 2015

(Includes the following building/slab areas: 5, 16, 16A, 40, 41, 52 and 52A) • Removed equipment, materials and chemicals from Phase I buildings and staff relocated

(overhead funded)


• Performed building and subsurface characterization activities to better define work scope in preparation for Post CD-2/3 demolition activities.

• Conducted Phase I demo contractor acquisition process so that award can occur once CD-2/3 approval has been received

• Commenced Phase II Project planning activities

EMCBC Small Sites – Moab

• Excellent Safety Performance

• Achieved two million work hours without a lost time work injury or illness

(beginning in October 2009)

• No recordable injuries in FY 2014

• No recordable injuries since July 2013 (insect bite)

• Safety performance continues positive trend

• TRC is 0.0 (improved from .80 at start of FY 2014)

• DART steady at 0.0

• Excavated, transported, and disposed of 906,351 tons of residual radioactive material

• Extracted over 14 million gallons of contaminated ground water, injected over seven million gallons of fresh water and removed over 41,000 pounds of ammonia

• Placed 28,069 cubic yards of interim cover and 112,057 cubic yards of final cover on the disposal cell

Two million man hour celebration -

Crescent Junction crew with new

safety shirts

Final Cover Activities at CJ


• Recovered from a week-long shipping shut down due to a rock slide on the railroad

tracks

• Continued safe, sustained operations with record rainfall in August and September

Load-out Activities at Moab

Washout near railcars

north of Moab cul-de-sac


EMCBC Small Sites – Separations Process Research Unit (SPRU)

• Initiated pre-D&D activities in G2 and H2 buildings – removed asbestos

Currently, D&D is taking place of two contaminated buildings (G2 and H2 buildings), seven inactive waste storage tanks located within H2 tank vaults, a pipe tunnel between G2 and H2, and associated contaminated soil FY-14 Notable Accomplishments

• Considerable effort went into completing the tank enclosure cleanout, which entailed

sludge removal and processing.

• Completed demobilization of sludge removal and solidification system.

• Completed 51 intermodal shipments

• Continued extensive effort in characterization of the radioactive cells in each building


EMCBC Small Sites – West Valley Demonstration Project (WVDP)

Safety The WVDP’s FY 2014 safety performance was outstanding, with only one recordable injury, in November 2013. This excellent performance was recognized by DOE, which awarded the site the Voluntary Protection Program Star of Excellence award. The WVDP’s strong safety culture emphasizes responsible safety-related actions. The results include:

• In August 2014, achieving one million work hours without a lost-time work injury (a 20-month accomplishment)

• No DART cases since November 2012

FY 2014 Notable Accomplishments

High-level Waste Relocation Project

The WVDP made significant progress toward early 2015 startup of vitrified high-level waste (HLW) canister relocation during FY 2014. By the close of the FY, only final facility and haul path upgrades remained to be completed, and the last major piece of equipment was in fabrication. Other FY 2014 HLW Relocation Project accomplishments include:

• Completion of the HLW Cask Storage Pad and Approach Apron

• Fabrication of the first 16 Vertical Storage Casks

• Eight overpacks fabricated and delivered

• Delivery of three of four transport vehicles

• Automatic welding system tested and delivered

• Indoor and outdoor facility upgrades initiated

• Operator training and qualifications in progress

16 Vertical Storage

Casks constructed;

Eight overpacks

fabricated

~2,700 cubic yards of concrete placed for HLW Cask

Storage Pad and Approach Apron The TL220 is one of four pieces of transport

equipment that will be used to relocate HLW

canisters


Legacy and Newly Generated Waste Disposition

Legacy waste processing and newly generated waste packaging and disposition continued in FY 2014, as progress was made to reduce the WVDP’s inventory of radioactive waste. Waste operations highlights from FY 2014 include:

• Contact-handled processing of 119 legacy waste containers

• Legacy waste campaigns two through five processed in the Remote-Handled Waste Facility

• Completed packaging of the first group of transuranic waste drums stored in the Main Plant Process Building

• Initiated preparations for shipment of vitrification components and melter

• Shipped 3,000 cubic feet of legacy waste for disposal (four shipments)

• Shipped 71,228 cubic feet of newly generated waste for disposal (78 shipments)

Main Plant and Vitrification Facility Deactivation

Multiple operations crews worked to deactivate the Main Plant Process Building (MPPB) and Vitrification Facility to support future demolition of the buildings. Hazard and radiological source reduction continued throughout the facilities, with FY 2014 highlights including:

• Completion of material and debris removal, gross decontamination and radiological surveys in the Vitrification Facility. This work met a September 30, 2014 Congressional commitment

• Initiated remote material from Extraction Cell 1

• Completed material removal from four of nine

tanks in the Liquid Waste Cell

• Completed gross decontamination of the Sample

Storage Cell and Analytical Hot Cells

Balance of Site Facility Activities

Miscellaneous facility demolition, area restoration and infrastructure

repairs were conducted site-wide in FY 2014 to reduce the site footprint

and prepare the WVDP for future demolition activities. Major activities

included:

• Removal of a number of smaller structures and

restoration completion for several areas where

buildings previously stood

Newly generated waste

packaging are preparing waste

for off-site shipment

High-pressure

washing in the

Vitrification Cell

and remote tank

cleanout in the

Liquid Waste Cell

Restoration and repairs were completed in several site areas in

FY 2014


EMCBC Office of the Director (OOD)

The mission of the EMCBC OOD is to lead, manage, and oversee all business, personnel, safety

and environmental management aspects of the EMCBC and its supported sites. OOD places

particular focus on customer service and competitive advantages of diverse perspectives,

experiences, and skills that maximize opportunity and drive extraordinary outcomes. Our goal is

to deliver the highest quality products and services possible to our customers through sound

management, innovation, inclusiveness and teamwork.

OOD Services Provided During FY-14 to Support EMCBC

The OOD provided a variety of services to the EMCBC, as well as support to the small sites,

which include ETEC, in Canoga Park, CA; the Moab Project, Grand County, UT; LBNL Old

Town Demolition Project, Berkeley, CA; SPRU, Niskayuna, NY; the SLAC National

Accelerator Laboratory, Menlo Park, CA; and WVDP, West Valley, NY. Services included

administrative training, conference management, policy and procedure reviews, coordination of

press releases announcing DOE awards and procurement information, to name a few.

Office of the Director: FY-14 Notable Accomplishments

• Initiated a Customer Service Survey which tallied 90% positive for most questions, with many in the 97-98% range.

• On July 21, the EMCBC kicked off the Sixth Annual Feds Feeding Families Campaign with a goal of collecting 9,000 pounds of non-perishable food items. The campaign ended on August 29 with the EMCBC staff donating 6,756 pounds or 75% of our goal, to benefit this year’s recipient, the Freestore Food Bank, in Cincinnati, OH.


• The Combined Federal Campaign began on October 1, 2014, with a goal of $37,000.

After many special events throughout the campaign, the goal was reached in the final

hours with a total of $37,067.50.

The EMCBC continues to make improvements to better serve our customers and the DOE Complex.

The EMCBC is actively engaged in supporting DOE Headquarters, the DOE Office of Legacy

Management, and DOE offices including Oak Ridge, Savannah River, Idaho, Richland, the Office of

River Protection, and others. All this is in addition to our core mission of significant support

provided to the Portsmouth-Paducah Project Office and the Carlsbad Field Office, and line

management authority for the small sites.


EMCBC Office of Civil Rights and Diversity (OCRD)

The mission of the EMCBC OCRD is to ensure Equal Employment Opportunity (EEO) and

diversity in all aspects of employment at the EMCBC and customer sites; to promote EEO and

diversity in employment and contracting at major facility contractors; to monitor the impact of

Departmental policies on minorities, minority businesses and minority institutions; to ensure that

employees of the EMCBC and customer sites (federal, contractor and subcontractor) are free to

raise concerns, without fear of reprisal, regarding policies and practices that adversely affect

DOE’s ability to accomplish its mission in a safe and efficient manner; and to assure that small

businesses receive a fair and equitable share of contracts and subcontracts.

OCRD Services Provided During FY-14 to Support EMCBC

The OCRD provided a variety of services to the EMCBC, as well as support to other offices, in

the areas of training, diversity and inclusion, education and community outreach, affirmative

action, EEO, and federal financial assistance.

OCRD Training: FY-14 Notable Accomplishments

• Mandatory EEO Counselor eight-hour refresher course

• Diversity Council/ Special Emphasis Program Manager (SEPM) training

• EMCBC human resources forum

• Annual EEO training for employees

• OCRD Diversity and Inclusion: FY-14 Notable Accomplishments

• Contractor diversity assessments

• Special Emphasis Program celebrations

• Diversity Council events

• Lesbian, gay, bisexual and transgender safe training with University of Cincinnati

OCRD Education and Community Outreach: FY-14 Notable Accomplishments

• Science Bowl

• Diversity recruiting and networking

• Monthly EMCBC Newsletter articles

• Cincinnati Public Services Recognition Day

• Greater Cincinnati Federal Executive Board participation


OCRD Affirmative Action: FY-14 Notable Accomplishments

• Federal Equal Opportunity Recruitment Program report

• EEO Management Directive-715 reporting

OCRD EEO: FY-14 Notable Accomplishments

• Processed five informal complaints

• Closed four formal complaints

• Equal Employment Opportunity Commission Form 462 report

• Completed eight reasonable accommodation requests, and prevented two from becoming complaints

OCRD Federal Financial Assistance: FY-14 Notable Accomplishments

• Title IX Post Award Compliance Reviews at Purdue University and University of Illinois

• Pre-Clearance reviews


EMCBC Office of Human Resources Management (OHRM)

The mission of the EMCBC OHRM is to provide human resources management services to the

EMCBC and customer sites to ensure availability of appropriate staff to support EM’s

accelerated cleanup and closure mission. Support services include: workforce planning and

analysis, position classification; staffing; employee benefits; human resources training and

development; performance management; employee relations; personnel actions processing; and

creating, maintaining and disposition of Official Personnel Folders for employees at CBC and

customer sites, including the Carlsbad Field Office, the Portsmouth-Paducah Project Office, and

the small sites.

HR Services Provided During FY-14

Staffing, Classification and Position Management Team

In FY14, the Staffing, Classification and Position Management Team provided support and

guidance to the Carlsbad Field Office for the reorganization that DOE was undertaking in

response to the fire and radiation incidents.

The Team also worked diligently to meet the Office of Personnel 80-day Hiring Model during

FY 2014, reviewing over 2,000 applications for approximately 60 positions.

70 60

1586

28

50

999

FY 2014 OHRM Customer Service Data

Actions completed as of 9/30/2014

Staffing

Classification

Training Requests

Incentive Awards

Retirement Estimates

Personnel Actions


57.2 54.3

99.9 95.2

47.6

13

67.4 64.2

0

20

40

60

80

100

120

1stQuarter

2ndQuarter

3rdQuarter

4thQuarter

FY 2014 Time-to-Hire/Time-to-Offer Trend by Quarter

T2H (Goal≤80)

T2O (Goal≤50)

81.5

46.5

66.1

37.2

81.7

55.4

0

10

20

30

40

50

60

70

80

90

Time-to-Hire (Goal≤ 80 Days) Time-to-Offer (Goal≤ 50 Days)

FY 2012 - FY 2014 Time-to-Hire/Time-to-Offer Trend

FY12 - Daysto CompleteAction




Services Provided During FY 2014

The following figures depict organizational workload accomplished, segregated by primary

service areas or task assignments during FY 2014.

Employee Relations and Benefits Team - Services Provided During FY 2014


service areas or task assignments during FY 2014.

47 6023

735


Staffing/Classification Actions completed as of 9/30/2014

Vacancies Posted

Classification

Hires

Personnel Actions

8

245

1586

28 50


ER/Benefits Actions completed as of 9/30/2014

Retirements

Performance Awards

Training Requests

Incentive Awards

Retirement Estimates


Training and Human Development

The EMCBC is making strides to become a center for excellence in training, specifically offering

sessions to agency-wide personnel provided by the National Training Center, as well as the

creation and implementation of training for the DOE Office of Acquisition and Project

Management.

Additionally, the EMCBC Career and Leadership Development Program is entering its third year

and has supported the development of 18 employees in such skills as leadership and conflict

management.


During FY 2014, OHRM played a key role in the DOE-wide Human Resources Services

Delivery Study by having six staff members participate on the Structural Design, Competency,

and Process Workflow work groups. The staff members attended conference calls and meetings

and assisted in drafting documents that were used in Service Center site selection, as well as the

draft processes and structure for the new Human Resources organization. The EMCBC has been

selected as the host site for the Management and Performance Human Resources Service Center.

Other notable FY 2014 accomplishments include:

• Completed and passed the 2014 Human Capital Management Accountability Program audit and retained all human resources delegation authority

• Completed the reorganization of the Carlsbad Field Office

• Chaired DOE complex-wide workgroup, completed research, and provided final recommendation for succession planning model

• Two succession planning reviews and updates – EMCBC and small sites, and Carlsbad Field Office


EMCBC Office of Contracting (OOC)



• Staffed the following major Acquisition Source Evaluation Boards (SEBs)/Awards in FY

2014 (in addition to the acquisition support provided to ongoing SEBs identified in the

illustration above):

• Awarded a $417M contract for deactivation of the Paducah Gaseous Diffusion Plant

• Awarded a $26M contract for the Environmental Monitoring with options for facility

D&D at the ETEC project

• Awarded an $8M contract for the

CBFO Transportation Tracking

and Communications

(TRANSCOM) System

• Developed the Master Acquisition

Plan for Post-FY 2015 Clean-up Scope

at the Idaho Site and provided

resources for three separate

Acquisition Integrated Project Teams

(AIPTs)/SEBs to implement that plan:

Idaho Cleanup Project Core; Nuclear

Regulatory Commission Licensed

Facilities; and Calcine and Spent

Nuclear Fuel Packaging

• Provided resources to the AIPT/SEB

for the Office of River Protection’s

222-S Laboratory Analytical and

Testing Services procurement

• Provided acquisition and cost/pricing

resources in support of EM’s largest

post-award contract restructuring

negotiations (Salt Waste Processing

Facility and Waste Treatment Plant)

• Obligated 38% ($55.2M) of total

funding to small business prime

contracts, substantially exceeding the

DOE goal, and awarded the following

new contracts to small businesses:

• $8M contract in support of DOE Transportation Tracking and Communications

(TRANSCOM) Technical Support Services

• $2.5M task order for natural gas distribution services

• $5.25M task order for natural gas supply services


• $10M task order for daily basis of electric energy required for the Waste Isolation

Pilot Plant(WIPP) facilities

• $3.5M task order for quality assurance technical support

• $4M Indefinite Delivery/Indefinite Quantity (ID/IQ) contract for administrative

support services

• $4M ID/IQ contract for management and administrative support

• $3.9M contract for the definition, design, acquisition, implementation, operation, and

maintenance of the DOE Office of Packaging and Transportation’s Automated

Transportation Management Systems

• $2M ID/IQ contract for information technology development/programming support

• $6M contract for technical and administrative support services for Building 55 at

Denver Federal Center

• $26M contract for D&D activities at ETEC

• In collaboration with Honeywell’s Supply Chain Management Center, EMCBC is leading

seventeen EM field offices in Strategic Sourcing, an enterprise-wide effort to leverage

EM spending and initiate more robust, integrated savings across EM sites; resulting in a

total of $17.8M in FY 2014 EM strategic sourcing savings

• Completed four Contractor Purchasing System Reviews of East Tennessee Technology

Park, Portsmouth D&D, Depleted Uranium Hexafluoride (also known as DUF6) and

Paducah Remediation prime contractors

• Participated in the Procurement Management Review of the Richland Operations Office

and EM peer reviews

• Sponsored six Acquisition Fellows in support of the DOE Acquisition Fellows Program

designed to recruit, acquire, develop and retain contract specialists

• Hosted the following financial assistance classroom training courses: Federal Funds

Management, Audit of Federal Grants and Cooperative Agreements, and Introduction to

Grants and Cooperative Agreements for Federal Personnel

• Managed the purchase card program for the small sites, the Portsmouth-Paducah Project

Office, and the Carlsbad Field Office (1,884 transactions, totaling $425,000)


EMCBC Office of Cost Estimating and Project Management Support

(OCE&PMS)

The mission of the EMCBC OCE&PMS is to fully integrate sound cost estimating practices into

all of EM's acquisition and project management processes by establishing EM corporate cost

estimating requirements and providing oversight for contractor-developed cost estimates,

preparing independent government cost estimates (IGCEs) to support EM acquisition and

contract management efforts, preparing independent cost estimates to support EM project

planning and execution needs, performing independent cost reviews and independent project

reviews (ICRs and IPRs) of contractor-developed cost estimates, supporting risk management

planning activities, and expanding our role in EM’s life-cycle planning processes to facilitate

development of environmental liability estimates. This office also serves as the EMCBC's

Project Management Organization (PMO), whose role is to improve the overall success of EM’s

cleanup projects by establishing standards and templates, providing project support through

mentoring and resources, and by supporting the planning and execution of strategic, high risk,

high cost, and complex EM clean-up and closure projects.

Cost Estimating Services Provided during FY 2014 to Support EM’s Cleanup Program


service areas or task assignments, and by customer sites during FY 2014.


Cost Estimating Team: FY 2014 Notable Accomplishments

EM’s ability to negotiate contracts that provide the best value for the government depends in

large part on EM’s ability to determine independently the fair value of the services being placed

under contract. That task falls to EM’s Federal cost estimators located at the EMCBC, who

prepare IGCEs, to support EM’s acquisition and contract management activities.

During FY14 the EMCBC Cost Estimating and Analysis Division prepared and published 106

IGCEs to support acquisition and contract management actions affiliated with the EMCBC, EM

Small Sites, LANL, ORP, and the PPPO including EM’s Portsmouth and Paducah Sites.

Other notable FY14 accomplishments include:

• Published EM’s Independent Cost (Estimate) Review Guide to provide uniform guidance and best practices for use when reviewing cost estimates prepared to support EM cleanup programs and projects,

• Hosted a workshop for twenty two members of the EM Applied Cost Engineering (ACE) Team to promote continuous cost engineering improvements through the dissemination of cost engineering tools, methods, techniques, best practices and lessons-learned across the EM complex,

• Increased the number of projects captured in EM’s Environmental Cost Analysis System (ECAS), a repository of actual completed project cost and project information, to more than three hundred cleanup projects. Developed an on-line data entry tool to facilitate collecting additional project data throughout the EM complex.


• Completed twenty Independent Cost Estimate Reviews of contractor-developed cost estimates to support EM independent validation and approval requirements, and

• Provided cost estimating support to sixteen Acquisition Integrated Project Teams (AIPTs) and subsequent Source Evaluation Boards (SEBs).

Project Management Support Division Services Provided during FY-14 to Support EM’s

Cleanup Program


service areas or task assignments, and by customer sites during FY-14.


Project Management Support (PMS) Division: FY 2014 Notable Accomplishments

The core project management and control functions the EMCBC PMS Division provided to

EMCBC small and serviced sites during FY2014 included:

• Acting as the Secretariat for the Consolidated Business Center Acquisition Advisory Board (CBCAAB), facilitated review and Acquisition Executive approval for CD-1 (Approve Alternative Selection and Cost Range) and CD-2/3 (Approve Performance Baseline) for the Lawrence-Berkeley National Laboratory (LBNL) Old Town Demolition Phase I Project.

• Provided project management support to the LBNL Old Town Demolition project Federal Project Director to develop all required CD-2/3 project documentation in accordance with DOE Order 413.3B requirements.

• Provided project management support to the SPRU D&D project Federal Project Director to update all required CD-2/3 project documentation in accordance with DOE Order 413.3B requirements to support change control requirements and support an External Independent Review performed by the DOE Office of Acquisition and Project Management.

• Provided continuous support to the SPRU Federal Project Director by performing project execution oversight, analysis, performance reporting and monthly earned value management system surveillances.

• Coordinated development, EMCBC and Headquarters review and issue of all small site Fiscal Year Work Plans for FY 2015.

• Coordinated all quarterly project reviews for all capital asset projects being planned and executed by the small sites.

• Supported completion of seven EM Headquarters-led project peer reviews


• Continues to provide subject matter expertise to Headquarters, DOE field offices, and

small sites to support project completion (CD-4) requirements, including the collection,

development, and publishing lessons-learned reports required by DOE Order 413.3B.

• Formally closed out several American Recovery and Reinvestment Act-funded EM

cleanup projects.

• Completed re-engineering EMCBC’s Project Management Support Office website, and

published an updated Management System Description, three Subject Areas Descriptions,

and 18 Subject Area Procedures to support EMCBC and small site project management

improvement efforts.

• Provided extensive support to EMCBC’s Office of Contracting by providing staffing for

five AIPTs/SEBs in support of the following acquisition efforts:

• Paducah Gaseous Diffusion Plant Deactivation Project

• Paducah Infrastructure Support Services

• Portsmouth Infrastructure Support Services

• WVDP Technical Assistance Contract

• Operation of DUF6 Conversion Facilities Project

• Supported DOE Headquarters by evaluating and assessing the contract performance

baseline associated with the Waste Isolation Pilot Plant Recovery Project.

• Reviewed and evaluated the WVDP contractor-developed Risk Management Plan.


EMCBC Office of Financial Management (OFM)

In OFM, we are committed to providing outstanding customer service. While FY 2014 was a challenging year for our organization, we still attempted to keep our focus on our site customers.

OFM Services Provided during FY-14 to Support EMCBC

March 2014 marked the birth of a new

travel system for EMCBC – Concur

Government Edition (CGE). Training

classes and webinars were offered for all

employees to become familiar with the

newly implemented site. Members of the

finance and review division devoted

countless hours to ensure EMCBC

employees were equipped with the latest

information available for this new

system. Their efforts included Lessons

Learned, question and answer sessions,

and phone consultations as required.

While the system still has areas of

improvement, the Office of Financial

Management will continue to provide

outstanding support to all of our

customers.

In FY 2014, support was provided to 336 travelers who spent over $1.6M on 1,575 trips. Eleven employees had the tremendous fortune to make over 20 trips each this fiscal year to support the

mission of EMCBC.

FY 2014 was also a year where our customer sites began an attack to hire additional staff. This resulted in a large number of moves across the EM complex, and OFM supports and funds all field PCS moves for the entire complex. In total, we processed 55 new moves for EM with a cost of just under $3.8M. We were able to


mitigate the EM liability by working hard to de-obligate approximately $2.6M in unspent prior year PCS orders to help augment the cost of this activity.

Our Internal Review Team had an active year supporting our clients as well. This table shows the breadth of support that we provided in FY 2014. Often, we were requested to provide support from sites outside of the traditional EMCBC supported customer sites. In addition to this effort, we put a priority on educating managers and our customer sites on internal controls. We provided briefings to managers on the importance of internal controls, and developed briefing materials for managers to provide to their teams.

In FY 2014, we supported nearly $900M in new funding provided to our customer sites across nearly 50 Congressional control points. It was a challenging execution year with monthly funding allotments for a great deal of the year.

Since much of the funding was distributed in smaller increments, we were left with a significant year-end effort to support our sites to execute a large amount of funding in a short period of time. The table to the right demonstrates that we obligated nearly $140M in funding in September 2014, $100M of that after September 19, and nearly $40M in the last two days of the year.

Invoice and Incurred Cost Reviews 20

Proposal and REA Reviews 15

Provisional Rate Reviews 14

A-123 7

Accounting System Reviews 6

Grant Reviews 5

EVMS Reviews 4

Contract closeouts 3

OIG Hotline reviews 3

Other 12


EMCBC Office of Chief Counsel (OCC)

The mission of the EMCBC OCC is to provide attorney/paralegal services to resolve legal

issues arising at the EMCBC, small sites, Office of Legacy Management and other field

locations. The services include: contract law issues; environmental law issues; supporting

management in matters related to grievances, collective bargaining, ethics, the Equal

Employment Opportunity Act, requests for documents under the Energy Employee’s

Occupational Illness Compensation Program, and toxic tort claims; third-party claims;

appropriation/fiscal law; Freedom of Information Act (FOIA) and Privacy Act; legal issues

related to divestiture activities in anticipation of, and preparation for, site closures; and,

litigation, both judicial and administrative, arising from any or all of the above. All services

are rendered under the supervision and oversight of DOE’s General Counsel.

Each request for legal services is assessed for subject matter and assigned to an attorney

consistent with staff expertise, responsibilities and work load. During FY 2014, OCC

completed requests for legal, advice/services on such issues such as, environmental concerns,

contract issues, general law, ethics, and personnel law and matters involving litigation

activities.

Support and Information Access Division Staffing

This Division currently has a lead paralegal specialist, one paralegal specialist and a vacant

paralegal specialist. The two experienced paralegals are under the direction of the Assistant

Director of OCC. In addition, the government information specialist accomplishes the

majority of the Freedom of Information Act and Privacy Act requirements. The Support and

Information Access staff has more than 30 years of experience in support activities.

Support and Information Access Services Provided During FY2014

The organizational workload of the Support and Information Access Division is listed below

by task assignments:

Task Assignments:

Freedom of Information Act requests

Privacy Act requests

Energy Employees Occupational Illness Compensation Program Act (EEOICPA) requests

Paralegal litigation support


Support and Information Access Division: FY 2014 Notable Accomplishments

Notable FY14 accomplishments include:

• Processed 100 Privacy Act requests

• Processed 65 FOIA requests

Acquisition and Litigation Division Services Provided During FY 2014

The attorneys in the Acquisition and Litigation Division provide legal services on all matters

arising from EMCBC activities. The areas of law covered include, but are not limited to

Federal, state, and administrative law, litigation, contract law, labor, employment, real and

personal property, and Federal regulatory law, the Freedom of Information Act and the

Privacy Act.

Acquisition and Litigation Division: FY 2014 Notable Accomplishments

The Acquisition and Litigation Division accomplished the below listed tasks in FY 2014:

• Provided all legal support for the Paducah Deactivation procurement which was

successfully awarded on July 22, 2014 in the amount of $417,815,221.00.

• Provided all legal support for the Energy Technology Engineering Center (ETEC)

procurement which was successfully awarded on June 26, 2014 in the amount of

$25,717,949.00.

• In addition, provided all legal support including but not limited to legal reviews of

draft and final Request for Proposals, pre-proposal and proposal site visits related

documents, justifications, and all related legal actions during the Source Selection

Process for the following procurements during FY2014:

(1) Carlsbad Field Office Technical Assistance Acquisition; (2) Low-Level/Mixed Low Level

Waste Treatment Services Acquisition; (3) Hanford 222-S Laboratory Analysis Testing

Services; (4) Idaho Cleanup Project (ICP) Core Procurement; (5) Nuclear Regulatory

Commission License Facilities; (6) Los Alamos Natural Laboratory Natural Resources

Damage Assessments Support Services; (7) Paducah Infrastructure Support Services

procurement; (8) Portsmouth Infrastructure Support Services procurement; (9) Operation of

Depleted Uranium Hexafluoride (DUF6) Conversion Facilities Project; and (10) West Valley

Demonstration Project-Probabilistic Performance Assessment Support Services procurement.


• Successfully supported several litigations:

a. URS Energy & Construction v. DOE, Civilian Board of Contract Appeals (CBCA) No. 3632, filed Motion for Summary Relief

b. URS Energy & Construction v. DOE, CBCA No. 3323, six certified claims in the amount of over $103M

c. The Boeing Company, Successor-in-Interest of Rockwell International

Corporation v. DOE, CBCA Nos. 337, 338, 339, 978, and 3218, claims over $20M. Case was settled.

d. West Valley Environmental Services v. Department of Energy, CBCA No. 3833, claims of $1.5M. Case was settled.

General and Environmental Law Division Services Provided During FY 2014

The attorneys in the General and Environmental Law Division provide legal services on all

matters arising from EMCBC activities. The areas of law covered include, but are not limited

to environmental law issues, supporting management in grievances, collective bargaining,

ethics, Equal Employment Opportunity Act, requests for documents under the Energy

Employees Occupational Illness Compensation Program Act, appropriation/fiscal law,

Freedom of Information Act and the Privacy Act, preparation for site closures, and litigation.

The General and Environmental Law Division provide attorney services to the Office of

Legacy Management.

General and Environmental Law Division: FY 2014 Notable Accomplishments

• SPRU: Supported the site in attempting to negotiate supplemental environmental

projects (SEPs) with Environmental Protection Agency (EPA) in lieu of potential

fines. Negotiated language for a Consent Agreement and Final Order with fines of

$155,000 in May 2014.

• Completed several easements and Restrictive Covenants with adjacent property

owners at Legacy Management’s Pinellas site, which paves the way for a site

rehabilitation closure order from the State of Florida.

• Completed Live Ethics Training for all EMCBC employees to include small sites.

• Mound – Prepared and recorded various leases and easements to ensure successful

completion of site transfer.

• Programmatic Agreement – Assisted LM in setting up such agreement with various

Native American Tribes to successfully deal with issues under the NHPA.

• WIPP – Provided support on the Accident Investigation Board for 2 separate incidents

re: the site.


Also, helped find and establish a temporary location for the shipment of temporary storage of TRU waste.

• WVDP:

• Supported the negotiation of a WVDP/NYSERDA Phase 2 Framework to guide

development of the Phase 2 Record of Decision scheduled for 2020.

• Supported the negotiation of a Third Supplemental Agreement with NYSERDA

for the preparation of a Supplemental EIS, a Probabilistic Assessment,

Decommissioning Plans and related analyses.

• Supported the development and strategic implementation of the WVDP

Environmental Media Policy.

• ETEC

• Concluded negotiation of an Access Agreement with The Boeing Company at the

Santa Susana Field Laboratory and provisions of the extension of the contract with

Boeing for services required until cleanup is complete.

• Participated in ongoing discussions with the California Department of Toxic

Substances Control, Boeing and National Aeronautics and Space Administration to

develop an Environmental Impact Report under the California Environmental

Quality Act.

• Advised the NEPA Document Manager and Director on preparation of the Court

Ordered Environmental Impact Statement, including developing Cooperating

Agency Agreement with the Chumash Tribe, the Army Corps of Engineers and

NASA.

• Provided legal support to the Director in negotiations with Boeing and NASA for a

Transportation Agreement describing how internal roads and truck traffic will be

regulated during all three parties’ cleanup activities at SSFL.

• Conducted reviews of Legacy Management Freedom of Information Act and Privacy

Act Requests

• Provided legal support on other Legacy Management matters

• Provided reviews on various ethics issues.

• Provided reviews on employee discipline cases.

• Helped EMCBC office develop and implement a win/win solution to an employee

EEO matter.


EMCBC Office of Technical Support and Asset Management (OTSAM)

The mission of OTSAM is to provide comprehensive and high quality services to the EMCBC,

small and closure sites, and the DOE Complex. OTSAM provides a range of services including

Federal project management support, regulatory compliance, safety management systems,

contractor oversight assistance, and assistance in the areas of waste management, transportation,

quality assurance, emergency management, security, classification/declassification services,

records management, real estate services and personal property support and guidance. OTSAM

includes a Safety and Quality Division, a Technical Services and Asset Management Division,

and a Procurement and Program Support Division, newly formed in FY 2014.

OTSAM Services Provided During FY 2014

OTSAM staff spent considerable time during FY 2014 analyzing and assisting the recovery of

the Waste Isolation Pilot Plant from two serious incidents. On February 5, there was a fire in a

salt haul truck in the underground portion of the facility that forced an evacuation of the mine.

Eighty-six people were in the underground at the time of the fire, which filled much of the

facility with smoke. Then, on February 14, there was an incident that released americium and

plutonium into the environment from at least one transuranic waste container stored in the

underground. The Assistant Director for OTSAM served as the deputy chair of both accident

investigation boards. The accident investigation report for the salt truck fire was issued in March

and the first accident investigation report for the radioactive release was issued in April.

OTSAM staff support continued into FY 2015 and included procedure writing and review,

review of proposed recovery actions, and program assessments.


Photo of Breached Transuranic Waste Drum at WIPP

OTSAM staff also spent considerable time at the Moab site, providing safety oversight and

assisting management there with improving contractor safety programs. OTSAM completed

fourteen management assessments and an environmental assessment in support of the Moab

project. This support also continued into FY 2015, and included assessing and assisting recovery

efforts from a November 2014 rock fall.

Office of Technical Support and Asset Management: FY 2014 Notable Accomplishments

• Technical support (including serving as members of Source Evaluation Boards) to several

procurements supporting the Portsmouth-Paducah Project Office and ETEC, as well as

contract language for specific topical areas;

• Assisting the Small Sites in the development of Quality Assurance Plans, such as

Mississippi State University (MSU), LBNL Old Town and ETEC, and performing quality

assurance independent assessments at MSU and ETEC;

• OTSAM coordinated and assessed the small sites’ responses to the safety conscious work

environment (SCWE) self-assessments at each site, and conducted additional SCWE

surveys at Moab;

• Performing contractor assurance program assessments at Moab and SPRU;

• Performing real property functions including Facilities Information Management System

validations for all EMCBC-serviced sites, completing lease analyses for the EMCBC

Cincinnati and Springdale leases, initiating a lease analysis for the Moab office,


completing lease build-out and renovation for the Portsmouth-Paducah Project Office,

and providing realty support to the Office of Legacy Management;

• Leading or supporting four DOE Consolidated Audit Program audits in seven disciplines

of waste treatment, storage and disposal facilities, and two Radiological Waste

Acceptance Program surveillances in support of the National Nuclear Security Agency;

• Assisting Headquarters by managing the lead auditor qualification program, managing

quality assurance records and documents for the HLW/unused nuclear fuel (UNF)

oversight program;

• Completing the transition of EM activities at the Brookhaven National Laboratory to

oversight by the DOE Office of Science;

• Providing National Environmental Protection Act (NEPA) expert support to the

Portsmouth-Paducah Project Office in developing a NEPA supplemental analysis, and

NEPA compliance officer and NEPA document manager support for an environmental

assessment;

• Providing records management assessment and support to various EM sites;

• Maintaining classification services and security for classified records at Building 55 at

the Denver Federal Center, and initiating transition to a new contractor there;

• Providing vehicle fleet management for over 840 vehicles at EMCBC-serviced sites; and,

• Achieving $2.4M in cost savings through acquisition of excess property from other

agencies for reuse at EMCBC-serviced sites; examples included forklifts, security force

weapons, and office equipment.

OTSAM strives to be a leader in safety awareness. OTSAM provides regular lessons learned to

the Small Sites in a variety of subject areas, provides monthly safety awareness messages to

EMCBC staff through the monthly newsletter, and performs monthly Federal Employee

Occupational Safety and Health (FEOSH) inspections of the EMCBC facilities.


OTSAM SAFETY FUNCTIONS AT A GLANCEOTSAM SAFETY FUNCTIONS AT A GLANCEOTSAM SAFETY FUNCTIONS AT A GLANCEOTSAM SAFETY FUNCTIONS AT A GLANCE

Safety Conscious Work Environment (SCWE)Safety Conscious Work Environment (SCWE)Safety Conscious Work Environment (SCWE)Safety Conscious Work Environment (SCWE)

• Coordinated and assessed the EMCBC and Small Sites response to the SCWE self-assessments.

• Conducted SCWE surveys at the Moab site.

• Drafted the EMCBC SCWE sustainment plan.

Safety Culture ImprovementSafety Culture ImprovementSafety Culture ImprovementSafety Culture Improvement

• Lessons learned were provided to the small sites including survey instrument calibration, rail car derailment, rail car sealing, leading and lagging Indicators, vehicle inspections, suspect counterfeit items, and software quality asssurance.

• Monthly safety messages were provided including winter driving, SCWE, safety shares, excavation safety, electrical safety, safety shares, cold and flu, texting and driving, human performance improvement, cold weather and slipping hazards.

• Monthly FEOSH inspections at EMCBC facilities.

Small Site Small Site Small Site Small Site OversightOversightOversightOversight

• Fourteen management assessments as part of increased oversight at the Moab project.

• Two vendor quality assurance assessments.

• Environmental assessment of the Moab project.

• Contractor assurance program assessments at Moab and SPRU.

HHHHEADQUARTERSEADQUARTERSEADQUARTERSEADQUARTERS ASSISTANCEASSISTANCEASSISTANCEASSISTANCE

• Managed Nuclear Quality Assurance-1 Lead Auditor qualification program.

• Managed the QA records and document management for the HLW/UNF oversight program

• Developed and implemented a new methodology for performing DOE Consolidated Audit Program annual audits.

Small Site Assistance

• Quality assurance plan (QAP) development for MSU, Berkeley Old Town and ETEC.

• Moab project Wildfire Management Plan development.

• Document reviews complete for requests for delegation of authorities, Old Town QAP, MSU QAP, CDM QAP, North Wind (ETEC) QAP, SPRU Contractor estimates, ETEC DOE Laboratory Accreditation Program exemption request, and Moab equipment free release.

• NEPA support for Portsmouth-Paducah Project Office

• Provided personnel in support of Integrated Safety Management System assessments at both DUF6 facilities.

Contracting AssistanceContracting AssistanceContracting AssistanceContracting Assistance

• Provided personnel to support SEBs.

• Provided quality assurance and safety contract language.

• Administered and managed technical training grants.


EMCBC Office of Information Resource Management (OIRM)

The mission of the EMCBC OIRM is to serve as the focal point for its information technology

(IT) elements and provide: leadership, guidance and implementation for the EMCBC in support

of the Department’s E-Gov, Capital Planning and Investment Control (CPIC), Environmental

Assessment (EA) Records Management and Cyber Security efforts; oversight of site remediation

contractor and EMCBC support contractor OIRM programs; centralization and standardization

of server capabilities and configuration; centralization and standardization of Help Desk

capabilities for the supported sites; centralized desktop support; standardization of common

processes and requirements for the other business support functions; implementation of common

systems, applications, or tools to fill user needs; and an effective on-line collaborative capability.

IRM Services Provided During FY 2014 to Support EM’s Cleanup Program

The following figures depict network maintained by OIRM is support of the EM’s cleanup

program. The network supports approximately 400 users, spans three times zones, twenty-five

hundred miles, and has eleven separate nodes.

• Desktop services

• Helpdesk support

• Network infrastructure maintenance and upgrades

• Voice over internet protocol and phone services

• Remote access system

• Classified computing services

• EM Headquarters system hosting

• Application development

• Video conferencing

• Web conferencing

• E-records management

• Webmail services

• BlackBerry services

• Cyber security program implementation

99.6%

Availability


0

1

2

3

4

5

6

7

8

9

Incidents 2012 Incidents 2013 Incidents 2014

Cyber Security Incidents

OIRM has provided ongoing support for sixteen SEBs at multiple locations and is providing

remote access for non-EMCBC SEB members.

In addition to the desktop, applications, network, and phone services provided to the users,

OIRM manages and conducts oversight of site contractor cyber security programs.

Office of Information Resource Management: FY 2014 Notable Accomplishments

• Homeland Security Presidential Directive-12 (HSPD-12) implementation – EMCBC was

one of the first EM sites to implement the two factor network authentication requirement

utilizing the HSPD-12 smart card badging system. OIRM also implemented the use of

the smart card system for remote network access.

• Outlook 2010 – As part of the key infrastructure upgrade for the email system, Outlook

2010 was implemented to support both the email upgrade project and SharePoint

implementation.

• Tablet implementation – Secure tablets with remote server connections were made

available to the user base. A new remote access server is being tested that will readily

interface with the tablet environment.

• Completed cyber security authority to operate for the EMCBC general support system

and the Building 55 national security system.

• Secunia patching solution installation and implementation.

• Completed cyber security oversight reviews of Moab and WVDP, as well as conducting

cyber security management reviews of systems in support of ETEC and SPRU.

• Responded to 3,535 help desk tickets.

• SharePoint installation and testing

• New desktops issued to all small sites

Documents

FY2014 EMCBC Annual Performance Report